HOSPITAL OF FUTURE

JAIRO ALARCON.
Md Ped. Intensivista. Msc. Epidemiologia.
Esp. Alta Gerencia.
Universidad del Valle.
HOSPITAL OF THE FUTURE
 HOSPITAL OF THE FUTURE

Propósito: identificar y comprender los cambios

potenciales que pueden impactar los hospitales
públicos en Europa, durante los próximos 15
años.
Estudio enfoco en dos hospitales:
Hospital Universitario de Karolinska
Hospital Clinic de Barcelona.
Visión de : Lideres hospitales / CEO / Cabezas de
Depto / Lideres médicos./ Ejecutivos
organizaciones cercanas / y de Empresas de
Tecnologías.
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 Revisión Bibliográfica.
 45 profesionales : Administradores y Clínicos.
Metodología:
Investigación Cualitativa:
Entrevistas grupales e individuales
Objetivo:
Identificar , clasificar y comprender las
iniciativas, cambios y estrategias que podrían
definir el hospital publico europeo en los
próximos 15 años.
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Fases del estudio

1. Revisión de la literatura
2. Entrevistas individuales
3. Hallazgos preliminares
4. Validación y ranking de los hallazgos
5. Discusión en grupos de trabajo.
6. Resumen de mensajes claves
…..Lista de recomendaciones para Directores.
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Hospitales Participantes
Selección :
Hospitales lideres
 Excelencia resultados
 Complejidad servicios
 Centros de referencia.
 Innovación y adaptación.
 reconocimiento de la Industria.
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Hospitales Participantes
Selección :
2. Son hospitales que son diferentes pero a la
vez comparables en los escenarios del
sistemas de salud.
Difieren en presupuesto y conformación.
Han participado en proyectos colaborativos.
Han compartido
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Hospitales Participantes: Karolinska

Inaugurado: 1940
Presupuesto: 1,7 billones de euros- 15.000
empleados.
220.000 visitas a urgencias
1,7 consultas ambulatorias
109.000 hospitalizaciones
1700 habitaciones
6000 admisiones de pacientes extranjeros
Publica : 2200 artículos científicos /2500
investigadores
 HOSPITAL OF THE FUTURE

Hospitales Participantes: Clinic de Barcelona

Inaugurado: 1906
Presupuesto: 450 millones de euros- 4500
empleados.
124.000 visitas a urgencias
113.000 consultas ambulatorias
46.000 hospitalizaciones
850 habitaciones
1800 estudiantes medicina / 1500 otras carreras
Publica : 1005 artículos científicos /460
investigadores
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KEY MESSAGE 1:
A TRIPLE-CHALLENGE CONTEXT FOR HOSPITALS
Los principales hospitales se esforzarán en un contexto desafiante:
Un aumento en las necesidades de atención médica, una disminución de los
recursos y cambios valores sociales.

Mantener un suministro eficiente y de alta

Servicios en un contexto desafiante.
La esperanza de vida en Europa
Ha crecido, gracias a las mejoras en la vida
Condiciones, intervenciones de salud pública y
El progreso de la medicina.
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KEY MESSAGE 2: SMALLER AND MORE COMPLEX HOSPITALS
Leading hospitals will be expected to focus on high-value and highly
complex services and to become highly efficient organizations,
without requiring high activity volumes
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KEY MESSAGE 3: NEW SCOPE OF SERVICES
Leading hospitals will embrace new services such as personalized
medicine and genome- based diagnosis, with a broader scope of
services, which may include chronic care management.
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KEY MESSAGE 4: DUAL ORIENTATION: TERTIARY AND TERRITORIAL
Leading hospitals will provide complex services to referred patients
and also manage the provision of acute services in a catchment
area.
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KEY MESSAGE 5: KNOWLEDGE-DRIVEN REDESIGN OF SERVICES
Leading hospitals’ knowledge will play a central role in the
knowledge-driven redesign and planning of healthcare services.
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KEY MESSAGE 6: OPEN AND DISTRIBUTED ORGANIZATIONS
Leading hospitals will not be defined by the physical structures and
will be organized so they deliver services at different locations.
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KEY MESSAGE 7: INNOVATION CENTERS OF TECHNOLOGY AND
SERVICES

Leading hospitals will be reference centers for process and

tecnology innovation and health care service desing.
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KEY MESSAGE 8: RESEARCH AND EDUCATION AS KEY RESULTS
Leading hospitals will continue to be the main centers for research
and for the education of new professionals, which means
generating knowledge and capabilities.
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KEY MESSAGE 9: RISK-SHARING MODELS INVOLVING ALL
STAKEHOLDERS
Leading hospitals will develop new risk-sharing models with
insurers, industry and/or other providers.
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KEY MESSAGE 10: PROFESSIONALS IN HOSPITAL GOVERNANCE
Hospital professionals will actively participate in the strategy and
leadership of the organization.
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KEY MESSAGE 11: INTEGRATED CARE AND PROCESS-ORIENTED
TEAMS
Leading hospitals will be organized into process-oriented teams and
seek to create integrated care models (either virtually or by merging
companies).
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KEY MESSAGE 12: CONNECTED HOSPITALS
Improvement of the patient experience will lead to connected
hospitals where case managers will reach out to coordinate care for
patients at home.
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KEY MESSAGE 13: NEW PROFESSIONAL ROLES
Leading hospitals will need health coaches, genetic counsellors,
disease-specific case managers, information management experts
and “med-engineers.
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KEY MESSAGE 14: PATIENT-CENTERED INNOVATION
Leading hospitals will systematically redesign the service experience
with innovation to become really patient-centered.